Repel the many, compel the few

Why employer branding should be about quality, not quantity

“Repel the many, compel the few” - This is a phrase that resonated with me the moment I first heard it, years ago. As a brand leader responsible for developing a global employer brand, the concept of ‘repelling’ candidates was a daunting one.

Many organisations still measure success by the sheer volume of applicants they attract. Thousands of CVs flood recruitment pipelines, yet most fail to align with the company’s culture, values, or long-term vision. The result is wasted time, diluted focus, and mismatched hires.

And as a candidate, how many role descriptions have you reviewed that you’re not sure are a match? How many times have you been met by a wall of silence when you do apply? And even if you do get a response, how many hours do you spend wondering if it’s the right move for you?

Authentic employer branding isn’t about attracting everyone. It’s about discouraging the many and inspiring the few. It’s a concept that businesses can struggle with, because attracting the right candidate requires honesty about your company’s real culture and expectations.

This philosophy, championed by Charlotte Marshall and Bryan Adams in their book “The Give and the Get”, reframes the employer brand as a smart filter rather than a glossy sales pitch. Instead of seducing candidates with perks and promises, organisations should articulate both the gives (what employees contribute, endure, or overcome) and the gets (what they receive in return — growth, belonging, purpose).

The Power of Repelling

At first, the idea of turning candidates away sounds strange. Why would any company want fewer people applying? The truth is, it’s all about cultural fit. When you’re upfront about what life is really like in your workplace – the challenges, the expectations, the values- you naturally filter out those who aren’t aligned. And that’s a good thing!

As Marshall points out, the real power of an Employee Value Proposition (EVP) isn’t just to attract talent, it’s to help people self-select before they even apply. Honesty saves everyone time. It helps keep turnover low and retention high, and that’s something we can all get behind.

Compelling the Few

When organisations embrace transparency, they don’t just repel the wrong candidates, they compel the right ones. If a candidate can see themselves reflected in the brand’s values and are motivated by its challenges, they will lean in. They’ll arrive not only competent, but committed.

This is the essence of The Give and the Get: a mutual value exchange. Candidates ask themselves, “Do I have what it takes to succeed here?” and the brand provides a clear, authentic answer.

Beyond Recruitment:

Employer branding is not a campaign; it’s a cultural strategy. Done well, it:

• Shapes reputation by aligning external messaging with internal reality.

• Builds trust through honesty about both opportunities and challenges.

• Improves retention by making sure employees feel like they belong from day one.

As Marshall notes, employer brand leaders often face resistance from HR or marketing silos. Still, the impact of a strong EVP is undeniable: it scales organisations, inspires employees, and attracts talent that thrives.

The Ripple Effect

When purpose, positioning, and storytelling are aligned, the ripple effect of relevance extends far beyond recruitment. Employees feel pride, candidates self-select, and customers see authenticity in action.

Repel the many, compel the few isn’t about exclusivity – it's about clarity. It’s about building a brand that speaks honestly, attracts intentionally, and endures meaningfully.

In Closing

The job market is tough right now, both for candidates trying to stand out and for companies trying to find the right fit. The companies that succeed won’t be the ones trying to please everyone, but the ones confident enough to be honest about who they are. Employer branding isn’t about popularity; it’s about resonance. It’s about being clear enough to turn away the wrong people and compelling enough to attract the right ones.

Sources: The Give and the Get excerpt; Charlotte Marshall interview on Kantar; additional insights from Houndstooth Publishing, Meet & Engage.